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March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
March Webinar:  One Million Data Points:  The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance
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March Webinar: One Million Data Points: The Link Between Well-Being, Optimal Wellness Outcomes, and Business Performance

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John Harris, Chairman of the Health Enhancement Research Organization (HERO), discussed the significant body of information accumulating to demonstrate the link between employee well-being, optimal …

John Harris, Chairman of the Health Enhancement Research Organization (HERO), discussed the significant body of information accumulating to demonstrate the link between employee well-being, optimal wellness outcomes, and business performance.

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  • *** Percentages reflect those who answered that the presenteeism driver impacted their productivity at least HALF of the month
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    • 1. O N E M I L L I O N D ATA P O I N T SThe Link Between Well-Being, Optimal WellnessOutcomes, & Business Performance Worksite Wellness Council of MassachusettsJohn Harris, ChairmanHERO March 20, 2012Health Enhancement Research OrganizationJohn.h.harris3rd@gmail.comFollow me on Twitter: @johnhharris
    • 2. R e s e a r c h & To o l s A d v a n c i n g t h e F i e l d • HERO Scorecard • Gallup-Healthways Well-Being Index® • Healthways Well-Being Assessment • Other Peer Reviewed ResearchHEROTHINKTANK 2
    • 3. Results from The HERO Employee Health Management BestPractice Score Card 2010 Annual ReportHEROTHINKTANK 3
    • 4. Results from The HERO Employee Health ManagementBest Practice Score Card 2010 Annual ReportHEROTHINKTANK 4
    • 5. Results from The HERO Employee Health Management BestPractice Score Card 2010 Annual ReportHEROTHINKTANK 5
    • 6. Results from The HERO Employee Health ManagementBest Practice Score Card 2010 Annual ReportHEROTHINKTANK 6
    • 7. Other HERO Scorecard Findings• Over 600 companies, evenly • Scorecard users who believe the divided between large, medium, health benefit design is very and small companies supportive are far more likely to report that EHM programs have• Strong leadership and cultural had a substantial positive impact support results in better EHM on medical plan cost trend program participation • Scorecard users reporting• Larger organizations more likely highest levels of consumerism to collect and use EHM data are far more likely to report a• Strongly integrated programs substantial positive impact on produce greater employee cost trend engagement and better outcomes • Just under two-thirds of• % of employers that believe Scorecard respondents say that health plan is supportive of EHM medical plan access and design – 57% very supportive support EHM program objectives: – 40% somewhat supportive – “Effectively” (55%) – 3% not at all supportive – “Very effectively” (9%) 7HEROTHINKTANK
    • 8. The Gallup | Healthways Well-BeingIndex • 25-year commitment initiated January 2, 2008 Six Domains: • 1,000 telephonic “community” surveys completed 1. Life Evaluation per day, 7 days/week 2. Emotional Health • Approaching 1.5 million completed surveys • For results based on this sample of respondents, the maximum 95% margin 3. Physical Health of sampling error is ±0.1 percentage points 4. Healthy Behavior • Design support and oversight from leading behavioral economists, psychologists, and experts 5. Work Environment in psychometric survey design and statistical 6. Basic Access analysis • Largest and most comprehensive health survey and databaseHEROTHINKTANK 8
    • 9. The Healthways Well-Being Assessment Gallup-Healthways Well-Being Index® Healthways Well-Being Assessment™ Community Individual and Organization Life Healthy Evaluation Behavior Life Healthy Work Emotional Evaluation Behavior HRA Quality Health Work Emotional Basic Physical Quality Health Productivity Access Health Biometrics Basic Physical Access HealthHEROTHINKTANK 9
    • 10. Making the Transition from Health to Well-Being Well-being is bigger than Physical Health Community Financial Physical Social Emotional Career Proprietary Healthways Construct Individuals ● Experts ● Social Connections ● Environment ● PolicyHEROTHINKTANK
    • 11. The Interconnectedness of All Domains Healthy Eating Drivers of BMI Risks: Example of New Insight Height Weight Energy Level Exercise Physical Health # of Health Risks BMI Risk Coping with Stress Emotional Health Negative Affect Personal Sources of Presenteeism Recognition at Financial Stress Work Days of Best Work Source: Healthways Internal Analysis traditional approach current approach future areas of explorationHEROTHINKTANK 11
    • 12. Cost Disparity of Life Evaluation& Possible Reasons Why “Please imagine a ladder with steps numbered from zero at the bottom to ten at the top. The top of the ladder represents the best possible life for you and the bottom of the ladder represents the worst possible life for you. On which step of the ladder would you say you personally feel you stand at this time?” Thriving Average 20% Lower Six well-being Medical Costs domains 1. Life Evaluation 7.0 2. Work Quality 3. Basic Access Struggling 4. Healthy Behavior 5. Physical Health 4.0 6. Emotional Health Suffering Average 50% Higher Medical CostSource: Gallup-Healthways Well-Being Index Community Survey and Wellmark Corporate Survey 2008HEROTHINKTANK 12
    • 13. Risk Disparity By Life Evaluation Risk Category by Life Evaluation 80% 60% 0-1 risks 2-3 risks 40% 4-5 risks 6-9 risks 20% 0% Suffering Struggling ThrivingToward Integration to Enhance Health and Well-Being by Evers, KE, Prochaska, JO, Castle, P. & Prochaska, JM. 2009HEROTHINKTANK 13
    • 14. L i f e E v a l u a t i o n & O t h e r Va r i a b l e s % With Significant Stress % Feeling Well Rested Suffering 80% Suffering 30% Struggling 61% Struggling 57% Thriving 33% Thriving 82% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% % With Sufficient Energy % Satisfied with Job Suffering 50% Suffering 50% Struggling 79% Struggling 74% Thriving 95% Thriving 91% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%Source: Gallup-Healthways Well-Being Index Community Survey and Healthways Well-Being AssessmentHEROTHINKTANK
    • 15. Life Evaluation & PresenteeismDrivers During the past four weeks (28 days), how often have you been at work but had trouble concentrating or doing your best because of: Thriving Struggling Suffering Thriving Struggling Suffering 80% 69% 70% 65% 60% 70% 60% 60% 54% 49% 48% 50% 50% 40% 33% 40% 35% 24% 24% 30% 30% 21% 30% 20% 11% 20% 15% 10% 10% 11% 7% 0% 10% 4% % With Personal % With Financial % With Caregiver 0% Problems Stress or Responsibilities Depression/Anxiety Health and Regulatory/Legal Concerns Physical Condition Issue Thriving Struggling Suffering Thriving Struggling Suffering 80% 45% 42% 70% 70% 65% 40% 35% 32% 32% 60% 53% 30% 30% 50% 45% 25% 20% 39% 18% 19% 40% 33% 20% 30% 15% 11% 30% 23% 9% 10% 20% 13% 5% 10% 0% 0% Supervisor Issues Insufficient Lack of Job Overload Co-Worker Technology Training Resources to Issues Issues Effectively doSource: Gallup-Healthways Well-Being Index Community Survey and Healthways Well-Being Assessment WorkHEROTHINKTANK
    • 16. Productivity Impairment Disparity by Life Evaluation Activity Impairment, Work Presenteeism and Work Productivity Loss by Life Evaluation 25% Productivity Impairment Activity Impairment 20% Work Presenteeism 15% 10% Work Productivity Loss 5% 0% Suffering Struggling ThrivingSource: Toward Integration to Enhance Health and Well-Being by Evers, KE, Prochaska, JO, Castle, P. & Prochaska, JM. 2009HEROTHINKTANK 16
    • 17. C ommute Ti me & Wel l - Bei ng %%% %% Obese Eating Healthy Exercising Feeling Well Rested Reporting Anger 15 minutes or less 15 minutes or less less 15 minutes or 58% 67% 28% 1-15 Minutes 15 Minutes or Less 13% 71% 16-30 minutes 16-30 minutes 56% 69%67% 16-30 16-30 Minutes 16-30 minutes Minutes 29%14% 31-45 Minutes 31-4531-45 minutes 31-4531-45 minutes Minutes minutes 52% 67% 65% 14% 32% 46-60 Minutes 66% 46-6046-60 minutes Minutes 46-60 minutes 46-60 minutes 63% 15% 34% 50% Over 60 Minutes 64% Over 60 Minutes Over 60 minutes 63% 17% Over 60 minutes Over 60 minutes 50% 36% 60% 62% 64% 66% 68% 70% 72% 0%61% 0% 2% 5% 62% 4% 10% 6% 15% 63% 8% 64% 20% 10% 25% 65% 12% 66%30% 14% 16% 67% 35% 18% 68% 40% 46% 48% 50% 52% 54% 56% 58% 60%Source: Gallup-Healthways Well-Being Index Community SurveyHEROTHINKTANK
    • 18. Work Environment Impact onEmployees With Chronic Conditions Days Unable to Carry Out Usual Activities Per Year 80 16.2 Days/Year 68.9 70 60 52.7 50 40 30 6.6 Days/Year 20.1 20 13.5 10 0 1-3 Conditions 4+ Conditions Neutral or Positive Work Negative WorkSource: Gallup-Healthways Well-Being Index Community Survey and Healthways Well-Being AssessmentHEROTHINKTANK 18
    • 19. Other Research Price Waters Cooper, 2010 – 1 in 4 Gallup Research – Only high-potential 28% of American workers employees intend to are engaged in their work leave their employers in the next 12 months Research by Ratey in AON Hewitt – Global a book published in engagement scores 2008 – People learn are on the decline with vocabulary words recent drops being the 20% faster after largest in 15 years exercise than beforeHEROTHINKTANK 19
    • 20. WELL-BEING, COST & PERFORMANCEConfidential and Proprietary 20
    • 21. W e l l - B e i n g R e l a t i o n s h i p t o To t a lMedical Costs ANNUAL MEDICAL AND RX CLAIMS COST | Low:High Well-Being = ~3.5x more cost Annual Costs (Indexed) 4.0 3.0 2.0 1.0 0-50 (n=109) >50-60 >60-70 >70-80 >80-90 >90-100 (n=151) (n=347) (n=582) (n=683) (n=363) Low Well-Being Score (Composite) High Source: Wellmark Data, Healthways Center for Health Research Analysis (n=2,235)HEROTHINKTANK 21
    • 22. Well-Being & Productivity HIGHER OVERALL WELL-BEING IS ASSOCIATED WITH HIGHER PERFORMANCE & PRODUCTIVITY Well-Being and Performance Well-Being and AbsenteeismHEROTHINKTANK 22 Source: Healthways Well-Being Assessment and , Healthways Center for Health Research Analysis
    • 23. Well-Being and Work Withdrawal HIGHER OVERALL WELL-BEING IS ASSOCIATED WITH HIGHER ENGAGEMENT AND RETENTION Well-Being and Engagement Well-Being and Retention Source: Healthways Well-Being Assessment and , Healthways Center for Health Research AnalysisHEROTHINKTANK 23
    • 24. W e l l - B e i n g & Te a mEffectiveness, Leadership andProductivity Implementation of Survey: March, 2010 Well-Being and Team Effectiveness ************* NO INCENTIVES ************* 84Team Effectiveness Score Eligible WBA Population: 27,090 employees 82 WBA Completion Rate: 52.7% 80 Completed Surveys: 14,276 employees 78 76 80 Well-Being and Productivity 74 75 64 to 66 67 to 69 70 to 72 73+ Well-Being Score 70 Well-Being Score 65 Well-Being and Leadership 86 60 84Leadership Score 55 82 80 50 78 45 76 74 40 64 to 66 67 to 69 70 to 72 73+ 1 2 3 4 5 6 7 8 9 10 Well-Being Score N= 11 32 88 337 564 2,133 4,980 4,267 1,582 Overall Productivity Source: Healthways Well-Being Assessment and , Healthways Center for Health Research Analysis Self-reported on a scale of 1-10HEROTHINKTANK
    • 25. W e l l - B e i n g & Te a m F i n a n c i a lPerformance TOP QUINTILE 2ND QUINTILE 3rd QUINTILE 4TH QUINTILE 5TH QUINTILE Source: Healthways Well-Being Assessment and , Healthways Center for Health Research AnalysisHEROTHINKTANK 25
    • 26. W e l l - B e i n g & Te a m F i n a n c i a lPerformance Well-Being Assessment Results by Business Unit Life Emotional Physical Healthy Work % at Optimal Overall Evaluation Health Health Behavior Environment Basic Access IncomeCaterpillar 68.4 60.9 76.4 78.1 62.6 46.9 85.5 41.7% BU #16 68.6 61.6 75.5 76.8 65.2 46.4 86.2 51.8% BU #17 68.6 59.6 76.3 80.3 66.4 44.4 84.8 41.6% BU #18 68.1 59.9 77.9 78.9 61.5 45.3 85.0 40.8% BU #19 67.8 58.0 75.7 78.1 63.9 43.4 87.7 57.2% BU #20 66.3 58.3 74.7 76.4 59.2 46.0 83.3 31.7% BU #21 66.2 52.4 75.0 76.9 61.1 45.4 86.5 37.9% BU #22 65.8 59.1 76.4 75.8 53.4 45.6 84.2 28.4% BU #23 65.7 57.3 73.9 76.8 61.7 40.1 84.2 36.6% BU #24 65.5 56.8 76.3 76.7 56.8 43.2 83.4 28.3% BU #25 64.5 52.5 73.0 75.3 60.2 42.4 83.8 26.8% TOP QUINTILE 2ND QUINTILE 3rd QUINTILE 4TH QUINTILE 5TH QUINTILE High Well-Being BUs vs. + 84% Better Performance Low Well-Being BUsHEROTHINKTANK 26 Healthways Well-Being Assessment and , Healthways Center for Health Research Analysis Source:
    • 27. E x p a n d e d Va l u e P r o p o s i t i o n Improve Reduce Total Increase Increase Total Well-Being Medical Cost Performance Economic Value Adopt or maintain • Hospitalizations • Productivity • States healthy behaviors • Event Rates • Engagement • Communities Reduce health-related risks • Disease Rates • Absence • Sponsors Optimize care for health conditions and disease • Lifestyle Risks • Work Impairment • Individuals Proprietary Healthways Construct Prevent or delay next new case of disease or condition Economic Prevent or reduce impact of the next new episode of care Drivers Enhance one’s ability to actively manage their well-beingHEROTHINKTANK 27 27
    • 28. Lincoln IndustriesA Culture of Well-Being for the Whole Person • Vertically integrated manufacturer of Program Elements metal finishing-intensive parts 4 “levels” of participation • 600 employees Each level is based on seven criteria: • 15% revenue growth rate per year • Tobacco use, quarterly checks (blood pressure, flexibility, body fat), sustained for 15 years participation in wellness events, health information update, health risk appraisal, • “50 Best Small and Medium Companies blood profile, behavior based safety to Work For” for five years in a row participation and work behavior Highest level are eligible for a company- • Culture of caring for people and paid trip to climb a 14,000 foot mountain innovative wellness program • Last year 77 made the climb Wellness for the Four dedicated wellness resources Whole Person: Focus on “Wellness for the Whole Company “Wellness Wheel” Person” based on six domains (shown Intellectual left) Occupational Numerous program components Physical including free pedometers, tobacco free Social campus, onsite tobacco cessation, health education seminars, gym Spiritual Emotional reimbursements, annual “poker walk”, “brain „n pain challenge”, etc.HEROTHINKTANK 28
    • 29. Well-Being Culture ImpactExceptional Performance on All Dimensions • Since 2000, tobacco use has gone from 77% to 23% • The industry average of health care costs per person is almost $10,000; for Lincoln Industries, it is just over $3,500 per person • In 2003, workers compensation costs were over $500,000; in 2006, these costs were less than $50,000 Life Evaluation Healthy Behavior Well-Being Assessment: Nation 58.8 Nation 60.5 Gallup-Healthways Well-Being Index Local City 48.6 Local City 58.2 Company 65.1 Company 60.9 Nation 69.1 Emotional Health Work Environment Nation 80.6 Nation 48.7Local City 66.4 Local City 78.5 Local City 49.6 Company 82.4 Company 57.2Company 72.2 Physical Health Basic Access Nation 81.6 Nation 84.1 62 64 66 68 70 72 74 Local City 78.3 Local City 84.8 Participation rate = 87% Company 82.5 Company 85.4HEROTHINKTANK 29
    • 30. The Lincoln Industries Story Four well-being domains according to company and selected demographic variables, 100 point scale, 2009 Lincoln Mental & Physical Health Basic Industries Number % Environmental Health Behavior Access Employee Health Mean* Mean* Mean* Mean* Yes 422 25 79.4 80.8 61.7 84.4 No 1,276 75 76.5 77.2 56.0 83.4 Note: Shaded estimates reflect significant difference at the 0.05 level. *Means were simultaneously estimated for each of the variables shown in the table.HEROTHINKTANK 30
    • 31. HOW WILL PROGRAMMINGCHANGE BASED ON THEKNOWLEDGE GAINED?Confidential and Proprietary 31
    • 32. We Can‟t Rely on the Status Quo • Worksite health programs have been in existence for about 40 years • There is evidence that these programs can generate an ROI • However, penetration and sustained engagement have been lacking The Result? • 67% of American adults overweight or obese • 60% do not exercise • 83% report high to moderate levels of stress • 21% still smoke • 56% have at least one chronic illness Insanity: doing the same thing over and over again and expecting different results - Albert EinsteinHEROTHINKTANK 32
    • 33. The Best Science Behavioral Change Prochaska’s Transtheoretical Model Decision • Rational decision-making through stages of change Making • Leveraging of learning style, decisional balance, and other techniques Predictably irrational decision making in humans Behavioral • Dynamic intermittent reinforcement Economics • Hyperbolic discounting • Stimulating pleasure centers of the brain Neuro-plasticity and other approaches • Paying attention in a particular way: on purpose, in the Mindfulness present moment, and non-judgmentally • The changing of neurons via new experiences • Archetyping Social Social Networks • A social structure of “nodes” which are connected by Connectivity one or more specific types of interdependency, such as friendship, kinship, common interest, knowledge, etc. Gaming Theory • Fun vs. fulfillment Gamification • Appealing to all…Explorer, achiever, socializer, competitor • Small actionsHEROTHINKTANK 33
    • 34. The Theory of Small Actions Source: BJ Fogg, Stanford UniversityHEROTHINKTANK
    • 35. The Daily Challenge –B y M e Yo u H e a l t hSmall Daily Actions | Conversations | Assessment | Social Engagement 1. Complete Daily Challenges 3. Assess & track well-being 2. Share, discuss, celebrate 4. Social support & comparisonwww.dailychallenge.com MeYou Health is a wholly owned subsidiary of HealthwaysHEROTHINKTANK
    • 36. Make it Fulfilling – “Gamification” Adapted from Dr. Richard BartleHEROTHINKTANK
    • 37. Make it Social• Social graph analysis provides “Dynamics of breakthrough Smoking insights Cessation,” -• Dense social Christakis & ties drive Fowler sustained health behavior change• Facebook integration creates immediate & social context and diffusionHEROTHINKTANK
    • 38. Make it Grow Daily Challenge members invite their friends to form therapeutic communities 38HEROTHINKTANK
    • 39. Make it Realistic The likely impact of one person reducing their soft drink consumption over time? • They lose weight • Their overweight friends may lose weight • Their normal weight friends will be less likely to gain weight Now, imagine if 100,000 people do it? 39HEROTHINKTANK
    • 40. Make it Accessible AnywhereSmart Phones and Mobile DevicesHEROTHINKTANK
    • 41. FINAL THOUGHTSConfidential and Proprietary 41

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